Balogun & Johnson (2005) Summary on Strategic Change PDF

Comprehensive Summary of Balogun & Johnson (2005) on Strategic Change Author : AI PDF GPT Date : 2024-09-30 Introduction This report provides a detailed and comprehensive summary of the document 'From Intended Strategies to Unintended Outcomes: The Im...

Comprehensive Summary of Balogun & Johnson (2005) on Strategic Change Author : AI PDF GPT Date : 2024-09-30 Introduction This report provides a detailed and comprehensive summary of the document 'From Intended Strategies to Unintended Outcomes: The Impact of Change Recipient Sensemaking' by Julia Balogun and Gerry Johnson (2005). It covers key concepts, frameworks, and theories essential for understanding the role of sensemaking in strategic change. Key Concepts and Definitions 1. Planned Strategic Change: Strategic change is planned with intended outcomes, but it often leads to unintended results due to sensemaking by middle managers. 2. Sensemaking: Sensemaking refers to how middle managers interpret and give meaning to change, affecting both intended and unintended outcomes. 3. Unintended Outcomes: These are emergent changes that deviate from intended strategies due to middle managers' sensemaking. 4. Cognitive Schemas: Pre-existing mental models influence how middle managers interpret new information and implement changes. Key Frameworks 1. Sensemaking as a Social Process: Middle managers interpret change through lateral, informal interactions, which shape how change is enacted. 2. Intersubjective Sensemaking: Middle managers construct shared meanings through conversations and interactions, particularly during times of change. 3. Emergent Change Model: The model describes how congruent and counteracting outcomes emerge as middle managers engage in sensemaking. Research Findings 1. Lateral Interactions: Informal interactions among middle managers play a critical role in shaping change outcomes. 2. Cognitive Schemas: Pre-existing schemas influence how managers interpret new roles and responsibilities. 3. Unintended Consequences: The study shows how strategic initiatives can lead to unexpected tensions and conflicts between divisions. 4. Congruent and Counteracting Outcomes: Congruent outcomes align with intended goals, while counteracting outcomes deviate due to divergent sensemaking processes. Strategic and Practical Insights 1. Managing Sensemaking: Senior leaders need to acknowledge and engage middle managers in the sensemaking process to ensure successful change. 2. Limits of Top-Down Control: The study challenges the assumption that top-down control is sufficient for implementing change, highlighting the role of informal processes. 3. Implications for Change Management: Practitioners should anticipate emergent outcomes and monitor the sensemaking processes to mitigate unintended consequences. Conclusion This study by Balogun and Johnson (2005) explains how unintended outcomes emerge from the sensemaking processes of middle managers during organizational change. Their findings emphasize the importance of understanding sensemaking dynamics to guide change effectively.